PDCA (Plan-Do-Check-Act) process-Shewhart Cycle/Deming Wheel
The PDCA (Plan-Do-Check-Act) cycle is an iterative, four-phase strategy used for the
ongoing improvement of processes, products, or services, as well as for tackling
problems.This approach is rooted in the scientific method of problem-solving .It was
popularized by Dr Edward Deming.
⮚ Utilizing the PDCA cycle can prove highly efficient and swift in the implementation
of continuous improvement.
⮚ Each phase of the PDCA cycle – Plan, Do, Check, and Act – plays a pivotal role in
ensuring the sustained success of process improvements.
⮚ Learning from the experiences of industry professionals, common pitfalls like
excessive or inadequate planning can be avoided.
DO
(Test)
PLAN
CHECK
(What, Why?)
(Analyze)
ACT
(Implement)
PLAN
Define the Issue: Begin by identifying the problem that
requires examination.
Craft a Precise Problem Statement: Develop a clear and
PLAN specific problem statement that outlines the issue in detail.
Establish Achievable Objectives: Set goals that are both
Identify The Problem measurable and realistically attainable.
(What?) Eg : Reduce production wastage by 15% within 6 months.
Engage Stakeholders: Identify the key stakeholders involved
and create effective communication for seeking their input
and gaining approval.
Divide System:Break down the complex system into
individual processes.
Brainstorm Causes: Conduct open brainstorming
sessions.
PLAN Data Collection:Collect data using various methods
Analyze The Problem (surveys, observations).
(Why?) Formulate Hypothesis: Define a clear hypothesis
statement and example.
Verify/Revise Problem
Tools :Direct observation of process,Process mapping,Flowcharting,Cause and Effect
diagrams,Pareto analysis
DO
Defining Success Metrics:Identify measurable success criteria.
DO For example, achieving a 20% boost in product sales.
Develop Solutions Experiment Design for Hypothesis Testing:Craft a well-
structured experiment plan.
Securing Stakeholder Backing:Engage key stakeholders
effectively.Highlight expected benefits and outcomes.Address
concerns and objections.
DO Trial Implementation:Put the experiment or chosen solution
Implement a Solution into practice on a limited scale.Monitor its performance and
gather data.
Tools:Design of Experiment (DOE),Stakeholder management,On job training
CHECK
CHECK • Data Collection and Analysis:Gather relevant data pertaining
Evaluate The Results to the implemented solution.Perform a analysis of the
collected data.
• Validation of Hypothesis:Examine whether the data supports
or contradicts the initial hypothesis.Determine the validity of
your hypothesis .
• Data Analysis Outcome: If the data supports the hypothesis,
Achieve the desired proceed to the "Act" phase.If not, return to the "Plan" phase
goal to review and potentially revise the hypothesis or problem
statement.
Tools:Direct observation of process,Graphical analysis,Control charts,Key performance
indicators
ACT
Identify Systemic Changes and Training
Requirements:Determine the necessary organizational
changes and training needs for full implementation.
Plan Ongoing Solution Monitoring:Develop a strategy for
ACT continuous monitoring and assessment of the
implemented solution.Establish metrics and benchmarks
Implement The Full to track progress.
Scale Solution Commit to Continuous Improvement:Embrace a culture of
continuous improvement.
Explore Further Improvement Opportunities:Continuously
scan for additional areas where improvements can be
made.
Tools:Process mapping ,Standardization of work and process,Visual management,Error
proofing,Formal training.
Problems faced in PDCA process:
⮚ Problems can stem from overplanning or under-planning—It is
important to find the right PDCA balance.
⮚ Constrained resources can lead to a lot of doing, and not much
else.
⮚ Documentation is key to PDCA, so that knowledge can be recorded and
internalized,when a similar problem arises.
⮚ Lack of Follow-up and failing to monitor and measure the results of actions
taken in the "Act" phase can result in missed opportunities for
improvement.
⮚ Resistance to Change by employees may resist changes proposed in the
"Act" phase, which can stall progress.
